This paper was originally delivered at the PMI Global Congress in New Orleans in October 2013.
This article discusses how to identify a project which should be cancelled, distinguish it from a project that is merely troubled and then if need be, actively cancel a project in a way that is empowering to the project team, the organization, the stakeholders and even the project manager.
Microsoft has published an article of mine on TechNet. This one is about Dashboards and the art of dashboarding on Project Server. While that’s not so unusual. I publish articles there semi-regularly. This one actually appears on the front cover of Technet at technet.microsoft.com. That’s rather flattering. See this post for all the links and details.
Project Management Insights blog interviewed me about Real Time Project Management. You can read the complete interview on their blog.
All too often project managers working on an EPM deployment get enthralled by their ability to do something and forget to ask “Should I do it?”.
I was working with a large Canadian company recently, helping with their enterprise project management processes. As part of my work, I got to watch while a project control officer prepared a report for the Chief Financial Officer. It was a work of art. First data was grouped together from multiple projects in the desktop version of a popular project management system. That data was copied and then pasted into a massive Excel spreadsheet as…